Efnisyfirlit

• Title Page
• Copyright
• Contents
• Author's Perspectives
• Acknowledgments
• Introduction to This Book
  • Overview
  • Key Concepts and Objectives
  • Transparent Frameworks
    • Organizational Structure
    • Financial Structure
    • Governance Structure
  • Shared Values
  • Collaborative Partnerships
  • Pedagogy
    • Cultural and Ethical Awareness
    • Skill Building
  • Course Structure
  • Overview of Course Chapters
  • References
• Chapter 1 Introduction to Megaprojects and the Big Dig
  • Introduction
  • Why Study Megaprojects?
    • 1. Delivery of Lessons from Practice
    • 2. Advancement of Knowledge and Innovation
    • 3. Projects as an Engine for Economic Development
    • 4. Global Expansion and Improvement of Societal Benefits
    • 5. Fulfilling the Growing Need for Major Investment in Transportation and Energy
    • 6. Improving Transparency and Oversight
  • Projects, Programs, and Portfolios
    • Megaprojects: The Literature
    • Megaprojects in the United States
    • Megaprojects around the World
  • Characteristics of Megaprojects
    • 1. Long Duration
    • 2. Scale and Dimension
    • 3. Type of Industry and Purpose
    • 4. Design and Construction Complexity
    • 5. Sponsorship and Financing
    • 6. Life Cycle
    • 7. Long, Complex, and Critical Front End
    • 8. High Public Profile
    • 9. Public Scrutiny
    • 10. Pursuit of Large-Scale Policy Making
    • 11. Project Delivery and Procurement
    • 12. Continuity of Management
    • 13. Technological and Procedural Complexity (Urban Design)
    • 14. Organizational Structure
    • 15. High Degree of Regulation
    • 16. Multiple Stakeholders
    • 17. Dynamic Governance Structures
    • 18. Ethical Dilemmas and Challenges
    • 19. Consistent Cost Underestimation and Poor Performance
    • 20. Risk Management in Complex Projects
    • 21. Socioeconomic Impacts
    • 22. Cultural Dimension
    • 23. Systems and Methodology Complexity
    • 24. Environmental Impact
    • 25. Collaborative Contracting, Integration, and Partnering
  • Megaproject Framework
    • 1. Project Management in Practice
    • 2. Project Management Strategies
    • 3. Project Management Theory
  • Lessons Learned
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Chapter 2 History and Financing of the Big Dig
  • Introduction
  • The Vision
    • The Pressing Need for the Big Dig
    • Planning the Big Dig
    • Engineering of the Big Dig
  • Innovation and Problem Solving
    • 1. Immersed Tubes
    • 2. The Fort Point Channel
    • 3. The Casting Basin
    • 4. The Slurry Walls:
    • 5. Cable-Stayed Bridge
  • The Most Important Benefits of the Big Dig
    • 1. Environmental Mitigation
    • 2. Expansion of the Shellfish Population
    • 3. Creation of Open Space
    • 4. Reduced Traffic Congestion
    • 5. Technology Transfer Program
    • 6. Growth of Small, Women-, and Minority-Owned Businesses
    • 7. Worker and Safety Innovations
    • 8. National and International Recognition for Technological Advancement
  • The Financing of Megaprojects
  • Public-Private Partnerships
    • 1. Structuring a Public-Private Partnership
    • 2. The Big Dig: Public Finance
    • 3. Eurotunnel: Private Finance
    • 4. The Mozal Project: Public and Private Finance
    • 5. Lessons Learned
    • 7. The Big Dig Funding Plan
  • Major Sources of Big Dig Funding
    • 1. Federal Grant Anticipation Notes (GANs)
    • 2. General Obligation Bonds (GOBs)
    • 3. Transportation Infrastructure Fund (TIF)
    • 4. Massachusetts Port Authority Bond Anticipation Notes (BANs)
    • 5. Massachusetts Turnpike Authority (MTA)
  • Big Dig Revenues by Source, Dollar Amount, and Percentage of Total Funding
  • The Real Cost of a Megaproject
  • Lessons Learned
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Chapter 3 Stakeholders
  • Introduction
  • Defining the Stakeholder
  • Stakeholder Principles
  • Project Stakeholder Framework
    • Steps in Stakeholder Framework Development
    • Building the Relationship with Stakeholders
    • Stakeholder Structures
    • Role of the Stakeholder
  • Stakeholder Management on the Big Dig
    • The Big Dig’s Key Stakeholders
  • Conflicts of Interest among Internal Stakeholders
  • Multiple Roles of Project Owners and Sponsors
  • Multiple Roles of the Management Consultant (Consultant)
  • Stakeholder Concerns and Mitigation Tools
  • Corporate Responsibility Initiatives
  • Stakeholder Participation
    • Communicating with Stakeholders
    • Communication Model
    • Communication of Financial Information on the Big Dig
  • Key Lessons Learned about Stakeholder Management on the Big Dig
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Chapter 4 Governance
  • Introduction
  • What Is Governance?
  • Project Governance
  • Multiple Governance Structures as a Dynamic Regime
  • Developing a Megaproject Governance Framework
  • Projects as Temporary Institutional Structures
  • Governance Framework Development: Five-Step Process
    • Step 1: Defining the Project’s Governance Structures
    • Step 2: Planning and Defining Roles and Responsibilities
  • Governance as Decision Making
    • Governance Escalation at the Big Dig
    • Governance Issues for Decision
    • Step 3: Implementing the Governance Architecture
    • Step 4: Measuring Performance of the Governance Framework
    • Step 5: Optimizing the Governance Structure
  • The Challenges of Implementing Project Governance Frameworks
    • 1. Reconciling Project Authority with Corporate Power
    • 2. Problems of Multiple Governance Regimes
    • 3. Symptoms of Ineffective Project Governance: Root-Cause Analysis
    • 4. Trust and Governance
    • 5. Ethics and Governance
    • 6. Whistle-blowers
    • 7. Corporate Social Responsibility
  • Lessons from Practice: The United Kingdom's T5 New Product Delivery Project
  • Lessons Learned
    • 1. Strategically Plan Governance
    • 2. Appoint an Independent Advisory Board
    • 3. Manage the Interfaces between Governance Structures
    • 4. Measure Performance of the Governance Framework
    • 5. Ensure a Mechanism to Maintain Institutional Memory
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Chapter 5 Megaproject Scope Management
  • Introduction
  • 1. Scope and the ``Triple Constraint''
  • 2. Defining the Scope on a Megaproject
    • Scope in Relation to the PMBOKR Guide
    • Scope Elements
  • 3. The Project Organization: Scope Controls Program
    • Contract Procurement and Administration
    • The Project Controls Programs
  • 4. The Technical Scope Statement (TSS)
  • 5. Project Work Breakdown Structure (WBS)
    • The Work Breakdown Structure
    • Hierarchical Levels of Control and Reporting
  • 6. Scope Evolution and Scope Creep
    • Design Development
    • Scope Creep
  • 7. The Specification Management Plan
    • Specification Problems and Solutions
  • 8. Scope Change and Verification
  • 9. The Top Ten Scope Control Tools
    • A. Controlling Requirements Errors
    • B. Design to Budget
    • C. Cost Recovery
    • E. Early Identification and Project Trend Analysis
    • F. Claims Avoidance Program
    • G. Partnering and Alternative Disputes Resolution Program
    • H. Value Engineering (VE)
    • I. VE Program—Proposals from Design Consultants
    • J. Value Engineering Change Proposal Program (VECP)—Proposals from Contractors
  • Lessons Learned
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Chapter 6 Schedule
  • Introduction
  • Schedule-Driven projects
  • The Big Dig's Timeline: A Long and Winding Road
    • Schedule Management Philosophy
  • Major Phases of Project Delivery
    • The Planning Stage
  • Perceptions of Stakeholders on Approaches to Reduce Highway Project Completion Time
    • Fast-Tracking
  • Impact of Design Development on Schedule
  • Schedule and Cost Integration
    • Schedule Controls Plan
    • Critical Path Method (CPM)
    • Critical Risk Exposures (CREs)
    • Time Control Processes
    • Tracking Schedule Progress
    • Time Control Programs and Reports
  • Project Delays
    • Schedule Recovery
    • Extension of Schedule
  • The Big Dig Lessons from Practice: Calculating Delay Costs-Bottom Up
    • Comparison of Delay versus Recovery Costs
  • Incentives as Tactics for Keeping on Schedule
    • FHWA Policy on Incentives
    • Incentive Models for Megaprojects
    • Liquidated Damages
  • Lessons Learned
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Chapter 7 Cost History
  • Introduction
  • Megaproject Cost Estimation Research
  • Cost Growth History on the Big Dig
    • 1. Changes in Preliminary Concept and Design Development
    • 2. Subsurface Conditions
    • 3. Schedule Delays
    • 4. Inflation
    • 5. Potential Change Allowance (PCA)
    • 6. Cost Accounting History and Political Realities
  • The Big Dig Cost Construction Summary
  • Lessons Learned
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Chapter 8 Cost Management
  • Introduction
  • 1. The Project Budget Process and Cost History
  • 2. Cost Centers
  • 3. Cost Management Team
  • 4. Data Resources
  • 5. Cost Control Tools
    • A. Design Evolution
    • B. Finance Plan
    • C. Project Management Monthly (PMM)
    • D. Budget, Cost Commitment, and Forecast Report
    • E. Earned Value Methodology
    • F. Mitigation
    • G. Variance Reports
    • H. Bottom-up Assessment of To-Go Project Costs
    • I. Contingency Funding as a Means of Control
    • J. Potential Change Allowance (PCA)
    • K. Management Reserves
    • L. Independent Outside Audits
    • M. Claims and Changes
    • N. Cost Recovery
    • O. Cost and Schedule Containment Initiatives
    • P. Value Engineering and Value Engineering Change Proposal Programs
    • Q. Owner-Controlled Insurance Program
  • 6. Strategies to Address Cost Escalation
  • Lessons Learned
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Chapter 9 Megaprojects and Megarisk
  • The Role of Risk Management on Megaprojects
  • Risk Management Framework: A Shared Vision of Risk
  • The Development of a Risk Model
    • Step 1: Risk Identification
    • Step 2: Risk Assessment
    • Step 3: Develop Risk Response Strategies
    • Step 4: Allocate Risk
    • Step 5: Monitor and Control Risk
    • Step 6: Document Lessons Learned
    • Step 7: Identify Opportunities and Implement Best Practices
  • The Broad Context of Risk for the Big Dig
    • Mission
  • Risk Management Organization
  • Risk Strategy
    • Step 1: Big Dig Risk Identification
    • Step 2: Big Dig Risk Assessment
    • Key Factors in Risk Assessment at the Big Dig
    • Step 3: Big Dig Risk Response
    • Step 4: Big Dig Risk Allocation
    • Step 5: Monitoring and Controlling Risk at the Big Dig
    • Step 6: Document Lessons Learned
    • Step 7: Identify Opportunities and Implement Best Practices
  • Lessons Learned
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Chapter 10 Quality Management
  • Introduction
  • What Is Quality?
  • Elements of Quality Management
    • Planning for Quality: Philosophy
    • Quality Control: Measures Product to Determine It Meets Standards
  • Continuous Improvement
  • Quality Programs at the Big Dig
    • 1. Quality Program Considerations
    • 2. Governance and Organizational Integration
    • 3. Independent Quality Assurance Oversight and Continuous Improvement
    • 4. Quality Planning for the Big Dig
    • 5. Allocation of Responsibility
    • 6. Quality Assurance for the Big Dig
    • 7. Quality Control Requirements
    • 8. The Deficiency Report
    • 9. Materials Controls
    • 10. Value Engineering Change Proposal (VECP) Program
    • 11. Case Studies on Quality Assurance and Control
  • Lessons Learned
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Chapter 11 Building a Sustainable Project through Integration and Change
  • Introduction
  • Project Integration versus Collaboration
  • The Relationship between Project Integration and Change Management
    • Managing Change in Projects
    • Dimensions of Integration and Change Management
  • Integration of Project Delivery
    • Configuration Management: Project Delivery Systems
    • The Big Dig’s Delivery Approach
  • Integrated Project Organization
  • Innovative Process and Program Integration and Sustainability at the Big Dig
    • 1. Integration through Partnering
    • 2. Stakeholder Integration
    • 3. Integrated Change Control
    • 4. Integrated Audit and Oversight
    • 5. Integration through a Centralized Dispute Resolution Process
    • 6. Integrated Project Teams
    • 7. Integration of Underground Utility Protection
    • 8. Integration of Project Contracts
    • 9. Integration of Risk Management
    • 10. Integrated Budget and Finance Plan
  • Structuring the Change Process
    • 1. Identify the Problem
    • 2. Identify the Behaviors That Are Causing the Problem
    • 3. Identify the Barriers to Change and the Root Causes of the Failure to Change
    • 4. Develop a Plan to Eliminate the Barriers and Incentivize the Responsible Parties That Can Influen
    • 5. Implement the Change
    • 6. Monitor and Control the Change That Has Been Made
    • 7. Enforce the Contract or Policy Change
  • Lessons Learned
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Chapter 12 Leadership
  • Introduction
  • What Is Leadership?
  • Characteristics of Effective Leadership
    • Leading Diverse Cultural Environments
  • Leadership Styles
  • Leadership for the Five Stages of Program Management
  • Ten Important Lessons on Leadership from the Big Dig
    • 1. Make Ethics and Transparency the Number One Priority
    • 2. Focus on the Project Vision
    • 3. Encourage Transformation through Innovation and Advancement
    • 4. Set up a Partnering Environment
    • 5. Provide Your Teams with Unlimited Moral Support
    • 6. Encourage Out-of-the-Box Thinking
    • 7. Empower the People
    • 8. View Political Problems as Challenges and Opportunities
    • 9. Build Teams That Are Lasting and Effective
    • 10. Create an Environment Where Transformation and Change Can Occur with Minimal Contest or Obstruct
  • Summary
  • Ethical Considerations
  • Discussion Questions
  • References
• Appendix
• Glossary
• Abbreviations and Acronyms
• Index

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